“Beyond a doubt truth bears the same relation to falsehood as light to darkness.”

–

Leonardo da Vinci

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59squared.

3,481.

3481squared.

12,117,361.

12,117,361squared.

1.5 billion.

That’s three degrees and I am at almost 1/5th of the entire world. Yeah. The numbers are really not that neat, but you get the point. With a single event, a single death, one person can set off a chain of events that will affect hundreds of thousands, millions and even billions of people.

Some people call this “6 degrees of separation” <although I showed it to you as only 3>. I didn’t make up the squared concept. In some form or fashion it reflects the truth of the internet of things and connectedness and it shows the likelihood that the majority of us have some connection to any event in which 5, 59 or 559 people are part of.

I say this because it makes a lot of things, well, personal. The main point here is that a person now has access and is aware of more people <true friends as well as web based friends> and can have more frequent communication due to the ‘digital revolution’.

Yet.

Social media is simply the fact that the traditional benefits of an acquaintance network <personal or professional> and friendships can be more expansively realized than before <it amplifies>. This means that truth resounds more quickly & clearly & bluntly than ever before. The other truth is that our own experiences, and Life, can then be at the mercy of crowds of friends & acquaintances — crowds providing unsolicited input & feedback & experiences all influencing hordes of additional people’s thoughts on a daily basis. This means whether you are present in one place, or not, you can be impacted in the present place you stand. You are a nomad in which the world remains your home.

Our world is now one large network consisting of two basic things – people and connections. And while many times we look at this as some forced or constructed network <Facebook, twitter, etc. provides hubs and constructs> the reality is that most people networks & connections are organically constructed. So while we like to draw out nice symmetrical shapes to define how connections work and networks are constructed the reality is that networks are more often not symmetrical.

The unique patterns in the connections determine the shapes. We reach out in asymmetrical ways to places, events and thoughts and bring them near in seconds. In addition the ties between the connections can be complicated – spanning from intense or passive.

In the business world we try to characterize networks and connections in a variety of ways. The trouble is that people are not that orderly and certainly not stagnant and they actively reshape their connections, interests and networks all the time.

But I am not here to discuss how the internet can, or cannot, affect personal relationships or a sense of individual isolation but rather this is a thought on how the internet can make things, and Life … well … smaller.

On most days the ‘quasi-truth’ that resounds in the echo chambers of what we talk about and ‘think we know’ is that the internet is isolating us … disconnects us from reality and social interaction.

So … is it possible that the internet increases connection and decreases connection at exactly the same time? Yup. The Internet connects and it isolates.

The usual assumption that most of us make about our computing and communication environment is that we are ‘always’ connected. Indeed, most of us are ‘nomads’ when it comes to computing and communications. We live in a disconnected world much of the time as we travel between our office, home, airport, hotel, car, coffee shop, bedroom, etc. We now recognize that access to computing and communications is necessary not only from one’s `home base’, but also while one is in transit and/or when one reaches one’s destination.

It is an anytime, anywhere access world. It is also, paradoxically, a ‘be anywhere at any time’ world.

That is the connected aspect which creates the whole disconnected aspect.

Well. Let’s just say we feel slightly disconnected in a connected way, of course, until something happens that tightens all the lines of connection.

It is within moments like that where the supposed 6 degrees of separation becomes less degrees and more links all of a sudden the 59squared aspect of connectedness occurs.

The world gets smaller … in fact … really fucking small.

We are brought together and something that happens to 5 people, maybe 59 people, or even 559 people, becomes an experience within our own grasp.

Which brings me back to truth and resounding.

The majority of our social networking constructs today are on the internet <or have a foundation on the internet>. Simplistically, we, the people, are connecting via the internet. What this means is that the internet muffles or amplifies our voices, events and truth <as well as lies unfortunately>.

What this means is that … well … an event, a moment, a death, an injury, resounds … resounds as in 59squared.

What THAT means is we have to face a truth whether we want to or not. Now. At that point we have a choice – see what we face or don’t see what we face. And if we refuse to face it we will remain disconnectedly connected in our little asymmetrical networks of friends & acquaintances.

That was a sad sentence to type.

At this point, my conclusion, I imagine it may be relevant to remind everyone of 59squared and the fact that I can do one thing, one right thing … or one wrong thing … and it will resound.

“Any system of ethics must account for scarcity. If it doesn’t, humanity would perish due to misallocation of finite resources, including one’s own body.”

—-

Daniel Alexander Brackins

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“If somebody never gets enough of you, they will always want more”

―

Ashly Lorenzana

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I recently was asked to help a Brazilian design & brand consulting company expanding their business into the United State after they read my thoughts on Velocity in business (in particular my thoughts on the Velocity Zone).

It was a fascinating discussion in which I was, once again, reminded of the attitudinal differences between the United States and other countries.

While a Brazilian attitude with regard to how their work should come to life (a stronger attitude with regard to vividness & distinction) in this case it came down to abundance versus scarcity. I often found myself sitting back just thinking about how Brazil viewed the world thru a scarcity lens. It had a sense of urgency with regard to not just ‘use it or lose it’ but rather ‘if I don’t use it I will not survive.’And that is where I gained my deepest insight – survival. In an abundant world survival may not be accepted as a fait accompli, but it certainly feels like it is more likely. In a scarcity world you almost feel like survival is a moment by moment aspect of life. This isn’t to suggest desperation but it does suggest two things:

Enjoy the moments you have and maximize them (this comes to life in a business attitude of distinctness, boldness & distinction)

Not fear of death but more aggressiveness in the momentto survive (this comes to life with grabbing what exists now rather than thinking something better may come along tomorrow)

Anyway.

It led to Velo. It’s a Portuguese spin on Velocity.

About Velo

We made up this word because, to us, its meaning is new. Velo is velocity with a Brazilian twist. Let’s call it the Portuguese version of Velocity.

We arrived at the term because we believe America business view is tainted by the concept of abundance – an abundance of opportunities, resources & money. It doesn’t mean all businesses actual have an abundance of money & resources just that in the back of their minds they believe America is abundant therefore attitudinally they don’t approach things through a scarcity lens. This affects decision making, strategic approaches, brand positioning and messaging, design , messaging and even budget allocation.

Abundance versus scarcity attitude

In an abundant world options are limitless, in other words, miss an opportunity and another will arise. Let’s call this a “limitless supply of water” attitude. Water is abundant so when presented with a glass of it unless I’m desperately thirsty it’s just a glass of water. In a scarcity world a glass of water can mean life or death.

Now. In America we talk scarcity, but think abundance. This ‘abundance of options’ attitude affects not only our general attitude but also behavioral decisions – business decisions. We sift thru options with a slight lack of urgency. In Brazil one cannot simply talk scarcity but act upon it to insure you get your glass of water. Options are limited and you maximize the ones you do have.

We think of velocity in the same terms. Velocity is a scarce resource and demands a versatile view of communications, design, branding combined with a bold view on crafting a distinctive idea & brand. Velocity falters under an abundance attitude and can quickly become just speed – hamsters on a wheel in an abundant world. Velocity thrives within a scarcity attitude by assembling minimal viable teams with minimal viable products utilizing minimal viable assets & resources applying communications principles & thinking to maximize opportunities as scarce moments in time. That’s a mouthful but suffice it to say Velocity thrives in a minimalist view.

Comunicação and scarcity

Comunicação is a little different than America communication. It’s a little bit bolder and distinct (remember, resources, including time & money are viewed as scarce therefore need to be maximized). The design has more vividness. The strategy is a little more bold. The branding is more distinct. The communications have a little more edge. Generally speaking the ideas are treated as a scarce resource not to be wasted with ‘safe’ thinking & doing, but rather vivid thinking that demands people pay attention.

Criatividade and scarcity

Criatividade is a little different than American creativity. In a scarcity world everyone is expected to be creative (remember, resources are scare therefore need to be maximized) therefore creativity comes to life from unexpected places in unexpected ways. There are no thinkers and doers in a scarcity Criatividade world, just doers who think & thinkers who do – all the time. Creativity is only abundant if you maximize the scarce resources at hand.

In an abundant world options seem limitless and discussion can actually be infinite all of which just ends with a less creative ‘safer’ solution. In a scarcity driven world options are treated as limited so discussion is finite with bolder, more vivid, creative solutions.

Think: Value on the Move

The essence of Velo is enabling value transactions to happen as effectively and efficiently as possible. By treating the world thru a scarcity lens we maximize time, resources, minds & skills to generate brand velocity.

“Authority without wisdom is like a heavy axe without an edge, fitter to bruise than polish.”

―

Anne Bradstreet

==============

……… tweet from Republican National Party on June 14, 2018 ………….

(stepping back to January 2017)

Well.

Yesterday was an interestingly disturbing day to begin “the new era of The United States of America.”

I listened to the Trump inauguration speech with growing horror. It had all the trappings of authoritarianism wrapped snugly in a blanket of patriotism & promises of wealth, security, strength and ‘greatness.’

I listened to it not just as a citizen but as a business guy.

Yeah. Populism can be seen in business just as it can be seen in politics. In business it can be called ‘the cult mentality’ and more often than not its leader is a ‘less-than-benevolent’ dictator. Let’s call it a ‘join, or else’ culture. You can drive membership in this culture a couple of ways … both grounded in fear.

Fear of losing <part 1>.Outsiders are trying to steal what is ours … people who don’t believe in what we believe in are trying to steal what is ours … join us because we are the people who count and matter.

I do not want to lose what is rightfully mine.

Fear of losing <part 2>.I am on the outside looking in and … well … holy shit … if I don’t join I am gonna lose everything <or be branded as a non joiner>.

I will join because if I don’t I am up shit creek without a paddle and lose what I have.

Businesses try this shit all the time. It is their way of building a strong culture, claiming it is inclusive, albeit inclusive is grounded by ‘a tight set of club rules.’ They will argue it is not a tight set but rather a basic construct which binds people in a good way … you call it tomato and I call it rotten. This Trump version of populism is, well, it goes beyond corporate cult culture. This version is close to being batshit crazy dangerous thought leadership.

Let’s look at the brochure and talk a minute with the Trump Club recruiter.

The cover of the brochure suggests an unstoppable America, driven solely by self-interest, in other words, our Club wins at all costs at the expense of anyone who stands in our way! <“if you want to win, join us” it says …>.

It further reads with threatening all those who might stand in the way of this Club and it’s winning/great objective. It contains an adamant stance of ‘no real choice’, i.e., a demanded unity not an asked for unity.

Yeah.

Some of the club benefits look awful good in the brochure … more & better jobs, stronger economy, stronger security, less business regulations and country pride. And then I turn over the brochure just to check out the legalese, the cost of the benefits as it were, to explore how the promises of the Club will be delivered.

The headline on the back of the brochure really wanted me to join this club … the message of “join today because today is the day the people become the rulers of this country.” I vaguely remember that being the call of the French Revolution but it sounds cool <although I could swear we, the people, have been voting in people as representatives for awhile>.

But. Whew. It sounds good. I like it.

It feels empowering and inspirational with the added comfort that I will no longer be one of “the forgotten people which will be forgotten no longer.” I know for sure that would like to not be forgotten and being part of a club would be nice and … well … gosh … uhm … now that I think about it … I didn’t know I had been forgotten.

The recruiter leans forward and says “of course you were, the intellectual globalist elite in Washington and around the world have been keeping you down … they don’t care about you … they have forgotten that it was you that made them part of the wealthy elite.”

Ok. But didn’t your Club President build his wealth off the backs of ‘forgotten people’ and … well … it seems like they aren’t any better off but he is a shitload better off, doesn’t it?

Oh … no, no, no … he appreciates everything they have done for him. Hey. And don’t you want to be wealthy too?

I look down at the brochure and I see the bolded ‘make wealthy’ words and have to ask the club recruiter, decked out in an ‘America first’ hat and neatly pressed ‘make America great’ uniform like shirt, I ask the recruiter … “this becoming wealthy thing … its sounds an awful lot like Amway.”

Oh, no, it is nothing like that at all. Our Club will make everything great for everyone and you will have great opportunities to get the wealth you have always deserved, but haven’t got, because the lazy, less than hard working elite will not get it anymore … we will make sure you get your fair share. Hey. Look at this picture of the Club President in his office … check out the gold curtains … the gold rug and the gold fixtures … that is wealth. That is what you can be part of!

Oh.

And, look, if you join today you get a hat <which you should wear as often as possible so that we can tell who is in the club and who isn’t>.

And, even better, we should have some additional pieces of apparel you can wear soon. In fact … we will have special uniforms & badges for the original club members to showcase their elite status in the club … everyone will want to wear them.

Ok. One last question … your club is “God’s chosen.” I didn’t know God chose … I thought he was all about equal among all men. Does this mean that other clubs don’t believe in God or does God just favor us? And does this mean I have to believe in your version of God and … well … what exactly is your version of God?

“Oh.

Well.

We are a Christian based club … but of course we accept anyone. But don’t forget … Christianity, above all, outlines all the values which lead to a better version of yourself … and, well, that is what we want all Club members to be able to achieve. Everyone should have values, don’t you think?”

Whew. This is fucking crazy shit going on

To be clear. A shitload of the club leaders and followers are going to try and draw some false comparisons and equivalents to past American heroes.

To be clear. This is significantly different than Thomas Jefferson’s plea for unity in his inaugural address in 1800 — “every difference of opinion is not a difference of principle.”

The Trump club has one principle and one opinion.

There is no room for anything else. More important than color of skin, religion, gender … this may actually be my root concern with ‘the club’.

The main principle?

Believe what I believe … or you are not a true believer.

That kind of seems to be the club. Kind of an “us versus them” attitude … uhm … although us <being a US citizen> is actually also them <being US citizens>.

“Oh no … no … why wouldn’t you believe in the United States of America if you lived in there? … everyone believes that. And if they don’t? … well … they should.”

Anyway. Oh. One last question. I didn’t hear it anywhere from the Club President or see it in the brochure … do you guys have a constitution?

Oh, we don’t need one. We just demand a ‘total allegiance to the Club’ … oh … which believes the same things as the country wants … so you should be all for it.”

(ME) Gosh. I am not sure I can join this club … I already have a constitution I live by … and my allegiance is, first & foremost, to that and not some Club and how they think. <period … end of statement>

Look. The one thing Trump was 100% right on is that January 20, 2017 was the dawn of a new era.

“Now comes the hour of action.”

That was the call for the Trump Club. “Join or else”is what should be heard.

Just to be clear.

I am a believer in God <however you want to define it>.

I am a patriot <however you want to define it>.

I am a proud American <however you want to define it>.

But I am not joining the club called “Trump America.”

In fact … I say ‘fuck you and your fucking club.’

As for what I will do? …………….

===============

“I was not born to be forced. I will breathe after my own fashion. Let us see who is the strongest.”

“We all have a personal pool of quicksand inside us where we begin to sink and need friends and family to find us and remind us of all the good that has been and will be.”

—-

Regina Brett

==============

“Making the best of things is… a damn poor way of dealing with them.

My whole life has been a series of escapes from that quicksand.”

—-

Rose Wilder Lane

=========

Setbacks. Not all setbacks are created equal and we need to stop drawing false comparisons. Look. We all encounter setbacks in our lives. Some people call that ‘life.’

The positive psychologists just call the setbacks “obstacles” as if they were some hurdles you just learn to either leap or get around.

In other words, it is assumed if you stick to your guns no setback is a dead end but rather simply a speed bump.

In other words, we are offered some simplistic discussions about overcoming obstacles.

If you really really think about this … this advice is kind of nuts. Yeah. You may have to think really hard to come on to my side of this argument. You may have to work hard because as soon as you are old enough to comprehend words you get bludgeoned with advice and wisdom with regard to ‘overcoming obstacles.’

In its most simplistic form it is uttered as “if you believe, you can overcome anything” or even the famous “it’s not the mistake that matters it is what you do with that mistake.” You get pummeled with things like this:

===============

“Do not fear the conflict, and do not flee from it; where there is no struggle, there is no Virtue.”

Joyram

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“When you start living the life of your dreams, there will always be obstacles, doubters, mistakes and setbacks along the way. But with hard work, perseverance and self-belief there is no limit to what you can achieve.”

Roy Bennett

=============

Well. I don’t doubt the sincerity of this advice but what all of this trite wisdom, mostly offered by wealthier & whiter people whose setbacks are slightly different, okay, exponentially different, then not only the everyday schmuck but those who are in more vulnerable environments seems to overlook is that A setback is manageable but persistent setbacks are a whole different game.

I love virtue but after a while you cannot sustain yourself, mentally and physically, on virtue alone when faced with persistent setbacks. What I mean is that we treat setbacks as if they were like a cold — with a little time and some fortitude and some chicken noodle soup you can overcome it and move on. But sometimes setbacks are like a virus … this virus is more like ‘persistent setbacks.’

And, yes, Persistent Setbacks are different than what I call “quicksand” or “quicksand setbacks.” Quicksand setbacks are more often in a defined period of time and comes to fruition mostly in a helpless unraveling before your eyes.

It’s like in a football game where one fumble leads to an interception which leads to the other team running a punt back for a touchdown. Everyone fights as hard as they can … but the setbacks stream in a way that drives you deeper and deeper into a hole. Most times quicksand setbacks stop and depending on the quicksand you are in a deep dark fucking hole or just a hole <or something in-between>.

A hole is a hole. It sucks. But most times if you do get your shit together, get your head on straight and maybe get a little help you can get out of the hole <regardless of how deep it is>. And once you get out of a quicksand hole you actually find you have learned some stuff and, well, most times you see future quicksand and avoid it.

And then there are persistent setbacks.

….. and, yet, the opportunities can only be found in darker deeper holes ………..

They are brutal. Absolutely frickin’ brutal.

You face a setback.

You pick yourself up, recover and get going again. And maybe just as you get going again … well … you get another setback.

This one hurts a little more because you knew you had invested and you knew you had done it right … and you still got screwed again with another setback.

You figure … what the hell … I did it once and I can do it again and you pick yourself up again and get going, recover and you are starting to put the last setback in your rear view mirror and … doh … another setback.

This one hurts. Hurts bad.

But … you know you have no alternative but to get up, try again and get going. This time is a little different though. This time you are a little more tentative. Maybe even doubt a little more. You still put energy into it and you are working hard but this time your head is more on a swivel.

Uhm. And then another setback happens. Most will get up and go again. But this time doubt is your companion and while you are trying your best … you are most likely not really your best.

And then another setback happens.

This is where the trite positive ‘pick yourself up’ people sort of get things wrong. It’s not that you don’t have the desire … you just have lost hope that you will ever get a break or that it will finally be someone else who will have a setback and not you.

Sigh.

I read this quote somewhere:

“Time to bet on yourself, big, huge, gigantic bet on your genius and abilities to change the world for the better because nothing is going to stop you, no force is going to hold you down or get in your way and make you lose your inner motivation again.”

Well.

That sound good … really good … but persistent setbacks are a whole different game. You can be motivated, you can bet on yourself and all of those things <which are usually necessary for any success> but … well … what happens if you have to keep on going back to the well again and again and again?

What happens when Life just seems to provide one more setback after you have just recovered and gained some momentum for the last setback … which you had done after the setback before that one and … well … you get it.

There is only so much anyone can take before they get tired … start having doubts … and then simply lose hope.

Look. Everyone can pull themselves together after a setback. A quicksand setback is a little trickier but, depending on deeply you sink, most people can pull themselves together.

But persistent setbacks? Whew. You aren’t looking for a big break … you are just looking for A break. When in a persistent setback cycle it is relentlessly exhausting.

Your plans all seem to not go as planned.

You can do your best, and it may actually be pretty good, and it can still fail.

You can be really smart, have a smart idea, articulate it smartly, and it can still be rejected or ignored.

You can work harder than anyone else and pour your heart & soul into something and it can still go unnoticed.

And all of that gets exponentially harder to take with each ongoing setback. In addition, persistent setbacks take on a darker hue if you start looking around you and see mediocrity winning and rising and some of the least qualified not facing the setbacks you are.

Now. I did some research. And I found how we deal with setbacks depends on how much control someone feels they have over a situation.

The study found that changes in certain brain areas were related to persisting with goals after encountering setbacks. Participants more often persisted with their goals, choosing to try again to earn the same academic degree, when they perceived they had control over a setback than if they perceived that they did not have control over a setback. What’s more, activity in a brain area called the ventral striatum was related to persisting with goals in cases where the setbacks were controllable. Participants who showed greater decreases in brain activity in the ventral striatum when they encountered a controllable setback were more likely to persist with their goals.

On the other hand, changes in a brain area called the ventromedial prefrontal cortex were related to persistence when the setbacks were uncontrollable. The ventromedial prefrontal cortex is involved in regulation of emotions, and the new study suggests this brain area helps people cope with negative emotions in order to persist in the case of uncontrollable setbacks.

In other words … when setbacks are uncontrollable they affect us in a more emotional way. Yup. When persistent setbacks seem to continue in ways that are out f our control, well, they kick the shit out of you mentally.

I say that because I think most of us overlook how persistent setbacks affect the mind. And while I just outlined how I believe it affects an individual there is also an effect on the people around you.

Say you are a parent and you are in this doomed cycle of persistent setbacks. As a child that is all you see. That is all you hear about. That is what you start thinking Life is more like than what you see on TV with regard to ‘work harder than anyone else and your dreams can come true <or you can do anything you want>.’

Let me tell you what I mean by showing you some research numbers I just saw. Among the dozens of research studies post 2016 election I found some number about the working class and education that made me sit up a little and think about this whole ‘persistent setback’ issue and how if it is affects a swath of the population long enough … can affect their larger attitudes.

In an analysis by the Public Religion Research Institute and The Atlantic 54% of white working-class Americans said investing in college education is a risky gamble … this includes a whopping 61% of white working-class men <white working-class voters who held this belief were almost twice as likely as their peers to support Trump>.

Ok. That is bad. But it gets worse. This belief is even more prevalent among white working-class Americans under 30. This belief means that they are not buying into the idea that if you do work really hard, if you do study and go to school, you will be able to get ahead. In my persistent setback theory we have an entire swath of America who has given up hope that they can ‘overcome the setbacks and get ahead.”

“The survey shows that many white working-class Americans, especially men, no longer see that path available to them. … It is this sense of economic fatalism, more than just economic hardship, that was the decisive factor in support for Trump among white working-class voters.”

<Robert P. Jones, the CEO of PRRI>

I don’t really want to discuss Trump voters and white working class people today but I do want to make a point about persistent setbacks and how they affect people’s attitudes. Black, white, Asian, American Indian, whatever … persistent setbacks are an equal opportunity hope killer.

Any setback sucks. I don’t care how old you are … a setback is a setback and depending on where you are in life a setback can be crushing.

All the positive encouragement to pick yourself up and get going again kind of misses the mark. I don’t offer a solution today I am just making a point and bitching.

And all the bitching aside.

Everyone just needs to recognize that setbacks come in all shapes and sizes, not all setbacks are created equal, setbacks can be deceiving in their appearances and if you don’t recognize all that you run the risk of missing what someone else is enduring with regard to persistent setbacks. Oh. And remember. There IS a difference between a quicksand setback & and a persistent setback.

Far too often businesses overemphasize speed. They confuse speed with quality, value and, most importantly, agility. This confusion typically leads one to making the most obvious or most popular or the most expedient <speediest> decision rather than the best decision <the one which creates velocity>.

We should always remember that at its core agility is not speed, but rather making haste patiently or festina lente <make haste slowly or patiently>.

Decision making is all about the combination of recognizing the resources at hand, patience and timely haste. Unfortunately, today’s business world is infamous for the efficiently hasty ‘close’ <most expedient choice> and not the patient hunt <for the right choice>.

———————–

“Strategy is turning the resources you have into the power you need, to win the change you want.”Marshall Ganz

—————————

This infatuation with speed far too often forces us to make decisions based on limited or ambiguous information. The truth is, when done well, decision making and consequences is actually a patient methodical process where at the beginning of the process, when the finer details have yet to be clarified, there is a need to be bolder in our decision-making – particularly because these early decisions have the most far-reaching consequences. With more resources, and knowledge, and have fewer doubts about what to do, there are less fundamental things to decide. This is called the Consequences Model created by the Danish organization theorists Kristian Kreiner and Søren Christensen.

Philosophically this means the most important question is how we can bridge the chasm between doubt and decision. This shouldn’t be done just by ‘feel’ or ‘gut’ but rather incorporating in some patient assessment. Here is the paradoxical quandary business is in.

Faster good choices are better, i.e., fast AND good.

The problem is there are very few good “choicers” <people who can do the first thought well> available. Yes. Many within an organization believe they are good ‘choicers’ despite more often implementing less than optima choices <and permitting them to make choices has a paradox effect of building additional personal self-esteem as ‘good choicers’ thereby encouraging poor choice making>.

Organizations, to be more efficient & effective, should drive choices <all> to the select few good ‘choicers’ AND incorporate some selective patience amid its haste.

Look.

All I am suggesting is that some people are really good at making ‘hastier choices.’ They have that mental clarity that actually improves in hasty moments and the maturity to slow down the moment and say ‘let’s not be so quick to make haste’ <and actually be right about it>. But not everyone is like this.

And, in fact, they are a minority. I imagine the optimal world would be to funnel all choices through this minority. Imagine being the key word because that is an imaginary world. We couldn’t do it.

If your life, or your business, has one or two of these people use them, preserve them, foster them and trust them <you will go farther faster than you ever imagined>.

If you do not have the luxury of having one of them around <which by the way you have to learn to manage speed & patience, i.e., master festina lente.

Look.

I don’t like hasty decisions. And decision making has no formula with regard to hasty patience decision making because errors can result from deciding too quickly or by delaying too long.

Too quickly and … well … a decision can be killed in so many ways your head can spin.

Too slowly <too patient> … well … at least by delaying you can watch everything unfold as you watch the decision’s life slowly unravel in the form of lost opportunities or lost <or reduced> benefit from a quicker decision.

Making decisions is difficult, okay, making good decisions is difficult <because anyone can make a decision>. And it does take some experience to become more adept at making decisions especially in a time constrained situation.

Experience is important, and necessary in my view, because effective hasty patience is all about sifting through all the choices available.

Too fast and you die.

Too slow and you die.

That said. Here is what we do know. No one will get this right all the time therefore having a distinct brand with a bold, vivid stance in the marketplace creates bridges. Bridges which can keep you from falling into a crevasse on a bad decision and speed you across a crevasse with a good decision. It guarantees velocity as well as increases the odds of survival to have velocity another day.

Velocity, at its core, is about decision utility, i.e., which decision will create the greatest return. I call it Return on Choice (ROC). In business you face a relentless onslaught of decisions to be made. Success is often dictated by how well you choose what is important versus what is not as important versus what is not important at all.

Let’s face it. No matter how good you are you will not always get this right.

Let’s face it. We could all become more adept at making choices because, let’s face it, if anything, we seem to have become worse at making thoughtful choices.

There is a direct relationship between ROC and impatience: too impatient poorer ROC & just enough patience higher ROC.

Now. I am all for, and a huge proponent of not dicking around <the technical term for ‘wasting time overthinking’> when a choice needs to be made.

But there is a difference between making speedy decisions and making a decision because speed is the main criteria. The latter encourages impatient decision making which lessens decision utility.

This happens for two reasons:

Impatience exacerbates our typically poor prioritization skills

Impatience emphasizes Personal bias

Prioritization skills

Since we live in a world of infinite possibilities, it’s so hard to figure out what to do, when, and where.

If you start thinking this way … well … you begin living in a world strewn with hypotheticals.

If I do A, then this will happen. But what if I do B? Will it be better? Will I get back more? Will everyone around me be more satisfied? Or what about C? That looks good. Oh. But someone suggested D.

You get it. There are 26 letters in the alphabet and while most of us stop way before Z even getting to D can be maddening. It seems like the world is your oyster … everything is possible … but you don’t take advantage of any opportunities because you’re not sure of what’s best.

This is where I remind everyone what US President Dwight D. Eisenhower supposedly said: ‘The most urgent decisions are rarely the most important ones’.

Misreading the urgent from the non-urgent and the important from the unimportant may create impatience at the wrong time and waste energy & focus. Smart Business patience at its most simplest is grounded in the The Eisenhower Matrix. While Stephen Covey is often credited with the decision making matrix it was actually Dwight Eisenhower, considered a master of time management, who developed the matrix.

Decision utility is often driven by effective prioritization what to do do and what not to do.

When impatient we get, well, lazy. We lean in on our bias which is unfortunate because thinking takes hard work and every choice has opportunity costs. Unfortunately, most of us are not good at assessing ROC <return on choice> when viewing things thru a bias.

People need to invest in working to eliminate bias.

Invest in developing the choices <and however many we need to feel like we have enough to assess assuming that is a finite number>.

Invest in actually assessing the choices <better, betterest & best assuming a best can be actually identified>.

Invest in the actual choice.

I imagine we are talking about the proper investment in time because organizational impatience leads to the permitting of poor choices <and a quicker death of a thousand cuts>.

Dealing with impatience and balancing impatience & patience ain’t for the faint of heart.

Managing decisions is all about a thorough understanding of the decision’s hierarchy of needs, navigating bias & understanding the attributes in a span of time that generates the most rewarding outcome. Being impatient doesn’t mean you ignore this thinking but rather you incorporate it into your impatience <and it can dictate how patient you are in your impatience>.

Successful impatient decision making is about having, well, a rigid policy of flexibility.

Ok. Translation. Effective impatient patience is all about mental clarity. Creating mental space to see things, feel things, absorb things … and make those things into a decision or choice.

When you are facing a choice, making that decision <yes or no, do it or don’t do it>, you go through a cost-benefit check that may last anywhere from a split second to days, weeks, or even months <and yes even months can be an impatient patient choice>.

Such choices come up many times a day and time is a factor in virtually all of them.

It is a constant stream of choices.

It is easy to see how impatience can be abused if we regard life in today’s world as an almost unbroken fast moving river of choices/decisions.

It is easy to see how with everything moving so fast all the time you can actually feel like you are speeding along even without making any good ROC choices. But 99 times out of a 100 there is little velocity just movement.

———————–

Note:

Velocity is 2 dimensional in what you leverage from and then the choices you make to create a higher decision utility (ROC: Return on Choice). We believe having a distinct vivid brand, and bold brand message, insures your highest ROC .

“Don’t confuse a flurry of activity for progress. That’s a magician’s trick.”

One of my past Bosses

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How often do we see a company doing lots and lots of shit yet we don’t really see any progress? That’s a business in love with speed and not velocity. That’s a business which justifies return off of doing and not progress.

Speed is the distance traveled over time. I can run around in circles with a lot of speed and cover several miles that way, but I’m not getting anywhere. Velocity measures displacement. It’s direction-aware.

Farnam Street

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The Velocity Zone has a direct relationship to ‘doing shit’ (progress type projects not speed but stagnant projects) and “shit with distinction’ (distinct brand messaging & positioning no ‘bla’).

Velocity

To do lists are endless with lots checked-off, but never get shorter. People are working long hours but what is done never seems to create any meaningful progress. This is speed while being stagnant. It’s like a hamster in a wheel. It’s not only unsatisfying for the people in the wheel but the business itself doesn’t gain any satisfying results (although managers are usually quite creative in result presentations to make it seem like shit is moving everyone forward).

Velocity is always about decisions. What I mean by that is there is never any lacks of things to do in a business but some just aren’t worth doing.

Inherent to any velocity based progress is distinctness. All things being equal, being distinct insures multiplicative effect rather than simply an additive element to everything else happening. This doesn’t men you should seek to be bold or vivid in your positioning & messaging & branding just for the sake of doing so. what it means is that you walk as close to the edge of what your brand character/personality is and bring it to life in as vivid a way as possible. This means you are walking as far away from being ‘bla’ as possible.

Now.

Oddly a current business trend, collaboration, gets in the way of gaining desired distinction. Why? 2 reasons:

the issue collaboration faces is many people think it equates to committee, consensus & incrementalism. Distinction SHOULD be a collaborative effort because the closer you get to the edge the more important it is that everyone believes the edge is a good place to be. But this is not a committee or consensus decision unless you seek to edge closer to ‘bla.’

—————–“In my experience, committees can criticize, but they cannot create. Search the parks in all your cities You’ll find no statues of committees.”

David Ogilvy

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Choose your distinction wisely. Not all distinction is distinct, but being distinct matters.

The Velocity Zone

The Velocity Zone is easy to identify but, surprisingly, many businesses find it difficult to get to. they constantly select incremental progress projects inching up above stagnancy but never really getting any meaningful progress. They constantly dream of being distinct and, yet, pragmatically justify some minor attribute as being ‘bold’ trading the opportunity for distinct for ‘bla.’

There’s only one thing I can guarantee in business. The Velocity Zone. If you get in this zone, and stay in this zone you will progress. I will not guarantee you will succeed but I can guarantee you will not fail.

“The fragile structure of logic fades and disappears against the emotional onslaught of hushed tone, a dramatic pause, and the soaring excitement of a verbal crescendo.”

——-

Bill Bernbach

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“It was the in-between time, before day leaves and night comes, a time I’ve never been partial to because of the sadness that lingers in the space between going and coming.”

——

Sue Monk Kidd

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Ok. Far too often when talking about pacing in life and business we focus on ‘slowing down.’ We do that because we have convinced ourselves that not only is the world moving at a faster pace than ever before, but that we actually have to move really fast or we are not doing something right.

I will not debate the sheer amount of shit we are faced with in any given moment but I would debate our concept of speed and moving fast is all that matters and our unhealthy belief there is not enough time.

Not everything has to be done immediately.

Not everything should be done with minimal information.

Not every moment has some magical window of opportunity that we will miss out on if we do not act ‘now!’.

Now. This is a little weird when we stop and think about it. Facing reality, as an individual, it can appear like a speed boat … crashing through waves with any significant milestones flashing by so fast they become a blur.

Facing reality, collectively. It can appear like a fully loaded tanker … plowing its way through the waves where significance is measured, if significance is discernible at all, in broad sweeping miles of slow turns.

That’s life in a nutshell. That is time in a nutshell. That is reality in a nutshell.

Suffice it to say … reality can be a real bastard. Good leaders manage the bastard by managing the pacing of how we deal with all the bastard’s stuff.

Here is a truth.

The truth is that every good self-aware business leader has a panel in their head with a play, pause, rewind and fast forward button. They have the ability to see things in real time … what has occurred up to that point and, in some way, can envision the ripples of what happens from there. Within that ability they decide to fast forward, or pause, or continue playing at the same speed … or even decide to rewind a little. They see reality and decide how to best take advantage of it.

Some leaders have one speed. There are some who we call ‘the bull in china shop’ asshats who only know forward at some fast speed bludgeoning and blustering their way forward. Some are like golf carts steadily chugging along at steady long play.

Good organizations have a variety of different types of employees, but there is no good functional organization without leaders, or a great leader, with a ‘play/pause’ panel.

Here is another truth.

The other way a good leader uses their ‘play/pause’ panel is how they think about possibilities. But we tend to make reality an even worse bastard. One thing we do that make reality worse is to convince ourselves that ‘the possibilities are infinite in any given moment.’

As I have stated before this is a false premise and a dangerously overwhelming premise. ‘Infinite’ sounds good conceptually, as does possibilities, but when it comes to real pragmatic decision-making the entire idea tends to overwhelm & freeze rather than enhance efficient & effective decision-making.

The reality is that within any given moment possibilities are finite.

And the good leaders & managers recognize that. The great leaders and managers not only see finite possibilities but they see each possibility as a window … some wide open, some slightly cracked and some closed. And in any given moment they have the ability to consistently scan the finite possibilities with a finger poised over their play/pause/rewind/fast forward buttons.

That consistency is at the foundation of any good leader’s value.

Shit. Consistency, in general, may have the highest value it has ever had in the history of Mankind.

Why? Well. Today’s world is structurally hostile to nuance. Subtlety not only doesn’t sell it invokes ‘space’ in which others are more than willing to place something. I mention this because a play/pause panel is all about nuance within the complexity of reality. It is easy to go one speed <or just stop when you get tired>. It takes touch and nuance to pause at the right time, rewind accordingly, fast forward through some difficulties or to take advantage of windows of opportunity or … well … just keep playing <which is sometime tougher than what you would think>.

This actually means great consistency is not about maintaining one speed but rather maintaining a consistent sense for how to adjust pacing accordingly.

This consistency is … well … complex. Business systems, more often than not, are a bit more complicated in their underlying dynamics than simplistic theory or simplistic diagrams attempting to create structure to an organization and its dynamics with the market & consumers/buyers/employees.

I would suggest that you cannot draw a picture for what is <because it is obsolete as soon as it is drawn> and you cannot draw a picture for what will be <because predicting multi-dimensional dynamics is outside the purview of reality>.

All that said.

That is why you cannot pay enough money to a business person who has the ability to know when to slow down to enable effective speeding up … or to pause to accept some responsibility <or explain> … or to fast forward at the right time.

That is why you cannot pay enough money to a business person who has the ability to stand still without really standing still. What I mean by that is the leader with a play/pause panel never really stands till <even though they may be pausing> because even a pause contains some activity and self-awareness to do something within that space.

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“She may be going to Hell, of course, but at least she isn’t standing still.”

e.e.cummings

===============

I talk about this entire topic often. And it is a difficult thing to explain.

In our business world today we like to have simple formulas and handbook guides. Pacing is more ‘feel’ and awareness and, well, yeah … some humility.

I say humility because no matter how good a leader you are and no matter how good your pacing is there will always be some issues <mostly because you get some things wrong>. Part of the ‘wrong’ portion is you inevitably leave some people behind and some ‘minds’ get a little scattered. And you have to get them back on track and aligned and sometimes you have to step up and show a little humanness and everyone resets when you do that, give you another chance and get a little re energized to pick up their bags and hit the road with you again.

Look.

Real play/pause management is midstream management and not in some grand 5 year, or annual, plan. Midstream where you have some critical learnings and maybe even some momentum or real shit hits the fan. You purposefully do not have everyone stop … just maybe pause … assess … kind of like having a fighter squadron get fuel in flight … and then fast forward on the mission.

I will say one thing about the proper use of pacing. Good pacing business management creates exponential dramatic speed increases — velocity in other words. This occurs even if you pause, rewind or maintain the current play.

I feel confident saying that reality, occurring on its own, shows that these dramatic shifts don’t really happen as part of a business status quo. Dramatic business shifts are situational, contextual and often simply do not happen because a business doesn’t have a business person who sees it, senses it or can steer it … they don’t have a business person with a good play/pause panel.

It is a proven fact <I think> that pacing is one of the most effective tools an organization can wield to effectively run a successful business. I would also suggest that more often than not this pacing is not driven by the market, Reality, but rather driven by one person <or several> who have the ability to sense a contextual shift in the dynamics within a situation. A person who doesn’t have a picture drawn to adapt against but can draw a picture of what they see & sense from which others can leverage from to generate speed.

Not everyone can do this.

===============

John Coltrane: “I don’t know what it is. It seems like when I get going, I just don’t know how to stop.”

Miles Davis: “Why don’t you try taking the horn out of your mouth?”

==============

What I do know is that a leader who has only one speed and who claims ‘good business instincts’ when it is really only one speed is not a great leader, nor a good leader, but rather a one-trick pony <one speed> leader and they have a habit of making bad choices.

Suffice it to say a one trick pony shouldn’t be a leader, it should be an employee.

<Tim Burton … from Alice in Wonderland movie but never in Lewis Carroll’s books>

================

Ok.

Regardless of whether this is a made up literary quote or not it is a thoughtful thought. It is kind of Tim Burton’s version of Mr. Margorium’s “37 seconds is a lifetime if used well.” Today I am writing about living instead of waiting, doing instead of thinking about doing, and recognizing that even if you do live & do some moments in time are different than others <although they all surely look the same as they appear on the watch>.

It all begins with recognizing Time is a funny thing.

It can ebb and flow all within a finite amount of time.

It can increase speed and decrease speed and yet remain an extremely identifiable finite amount of time.

It can take years of asking and creating questions and, yet, a second to answer everything.

All of which makes me think of two things:

– Memorable moments

– Moment of clarity

Obviously they are not the same thing … but could end up being the same moment. Anyway.

Memorable moments.

I sometimes call these untangled moments. Life is a tangled snarled bunch of moments. But every once in a while you inadvertently pull the right end of the string and the knot is released … everything becomes untangled.

It can be a smile from some across the room.

It can be a falling star.

It can be something really big — a seemingly small decision made amongst many.

It can even be, in business, tugging one project out of a seemingly endless list of projects to do.

Frankly … you don’t notice many of these ‘one seconds’ when they happen.

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“In real life turning points are sneaky. They pass by unlabeled and unheeded. Opportunities are missed, catastrophes unwittingly celebrated. Turning points are only uncovered later, by historians who seek to bring order to a lifetime of tangled moments.”

Kate Morton

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They happen, shit gets done, and only in reflection you realize that these seconds last forever — they are a moment etched in time. These are truly ‘a second that is forever.’ I have just explained one of Life’s most interesting paradox so now you can tell someone how one second can also be forever.

Moments of clarity

Clarity is an amazing thing. It can be forced externally <let’s call these ‘oh shit’ moments> and internally <I call these ‘lock picking’ moments>.

Oh shit moments. Physiologically ‘oh shit’ moments actually causes the mind to become intensely focused. This physiological response actually permits our brains to record more data than normal. Physiologically what also happens is that memory then ends up replaying the information in slow motion mostly to assimilate all the additional information stored in there.

Think of it like filming something with a high speed camera and then replaying it at a normal speed.

I cannot figure out if time slows down … or our mind speeds up … to accommodate more information. Doesn’t really matter. Oh shit makes us focus and when focused our minds are pretty amazing computers. They create moments of clarity. These moments may be fleeting <and some of us actually miss the clarity moment as it passes by> and we become simply overwhelmed by all the data.

That leads me to the internally forced moment of clarity.

The first is what I just explained above. Focused minds overwhelmed by data offer an open window to a moment in clarity.

The challenge? Life slams the window shut pretty frickin’ fast. You have to almost train yourself, and your mind, to see thru the window for the moment it is open. The second is truly the ‘lock picking’ moment.

Lock picking moments. Why do I call it ‘lock picking’?

I don’t know how to crack a safe or pick a lock <and I imagine I wouldn’t broadcast it if I did> but I do know what it feels like to have a moment of clarity when thinking about something. It is like having all the tumblers in the lock suddenly align and you hear the click of the lock unlocking. And, yes, I swear I hear a sound in my head when it happens. Oh. And it is a frickin’ beautiful sound. I am often asked to describe it, and I do so, but I cannot explain the noise of the moment of clarity when the tumblers align.

I imagine it is just in my head. But I tell people that is what you are seeking. When everything just falls into place your mind will tell you in some form or fashion that you have entered into a moment of clarity. Interestingly <maybe this is just me> but I have found that these moments are also very similar to the first one I described in that Life doesn’t hold that window open for long. What I mean is that I have learned over time to write it down or say it out loud to someone when the tumblers fall into place. Maybe the mind simply opens that door which you just unlocked and closes it behind you and you immediately enter a new hallway with dozens of other locked doors and the mind moves on.

I don’t know.

All I know is that moments of clarity are simply moments. They may echo in eternity <lasting forever> … but only if you actually recognize them. If you don’t? That one second just gets buried under the mound of other missed seconds.

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“My life amounts to no more than one drop in a limitless ocean. Yet what is any ocean, but a multitude of drops?”

David Mitchell, Cloud Atlas

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And, yet, within the multitude of drops, the limitless ocean called Life, one second can be forever.

Uhm. “Can.” You just have to make sure you pay attention.

That said. I will end with two relevant quotes from two great thinker/writers:

==============

“Forever is made up of now.” – Emily Dickinson.

———–

“Here we are, trapped in the amber of the moment. There is no why.” ― Kurt Vonnegut

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Kurt & Emily probably loved Alice in Wonderland. There is no why because how can there be in a world of nonsense … where we seek to find some sense? The ‘forever one seconds’ always end up being trapped in amber.

Anyway. Here you go … the full Tim Burton script:

“It is better to be feared than loved.”

“The Mad Hatter: Have I gone mad?

Alice: I’m afraid so. You’re entirely bonkers. But I’ll tell you a secret. All the best people are.”

“If I had a world of my own, everything would be nonsense. Nothing would be what it is because everything would be what it isn’t. And contrary wise, what is, it wouldn’t be. And what it wouldn’t be, it would.”

“I’m not strange, weird, off, nor crazy, my reality is just different from yours”

”Alice: How long is forever? White Rabbit: Sometimes, just one second”

In the end I can only chuckle.

One second? Of course one second can be forever <and I am not entirely bonkers>. You just have to pay attention to moments and then make the moment matter.

“[an] idea is a powerful thing — but it’s just an idea. It’s a sketch before the painting. The truth is that an idea is rarely an answer. It’s usually a hunch wrapped in a bundle of unanswered strategic, operational, technical, and financial questions.”

———–

Mark Payne

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“With an apple I will astonish Paris.”

———–

Paul Cezanne

=================

So.

Could you ever imagine a business person suggesting surprising the world with one of the most ordinary common things in Life — an apple?

People would think that person was crazy.

“We need something new.”

“We need to be unique.”

Well. Let’s face it.

Most new things suck.

Most new ideas are just bad.

And most new shit just stinks.

Which leads me to say several things upfront:

The concept of Big ideas in marketing is crap. Yup. Crap.

Confusing a bunch of tactics with a big strategic idea is just plain stupid.

As a corollary to the above statement — iterative tactics without a strategy idea is insane <it is just a race to the bottom>.

If you can get paid for having no ideas … do anything to keep that job.

Small <with sharp edges or points> ideas, even the ordinary looking ones, may be uncool but exponentially cooler than no idea and infinitely better than supposed big ideas.

Look.

I truly believe the entire big idea discussion is crap and misguides organizations to aim for the wrong things <and encourages organizations to overlook some big things>. Success is all about tiny sharp insights. Sharp insights that have the possibility of expanding to something big <unfortunately I now have a visual of one of those stupid little sponges that expand when you put a drop of water on them>.

Yeah. It is quite possible saying Big Ideas are crap is overstating it a little, but I can unequivocally state that the entire process to “find” or “uncover” the Big idea is crap.

Huh?

Simply by starting your thought process out with this question you have complicated your business thinking and in fact you are saying you are seeking the wrong thing. For in seeking something big you have a tendency to discuss hollow good looking concepts which can easily be torn apart into meaningless little nothings. Ideas are good in any shape or size <no ideas have no shape therefore … by this logic … are not good>. I just tend to believe often big things come in very small packages when it comes to ideas. So if all you do is look for big packages … well … you are gonna be sorely disappointed when you open it up and look at the idea.

Maybe <and this is quite possible> I am missing something but what I seem to see in all this Big Idea mumbo jumbo is “hey, I don’t really have any idea so I am going to constantly implement a boatload of little tactics until some of them start working and then write up the idea.”

Pragmatic but not really that … uhm … great an idea.

Yeah. I have certainly seen a great tactical idea generate a honed strategic idea but I can honestly say I have never seen anyone just throw a whole bunch of tactical shit up against the wall and see what sticks and then like a Rorschach test identify the strategic idea from the shape of the tactical shit.

Regardless. It is kind of the way business in general seems to be evolving <to my dismay I may add> but good ideas die not because they aren’t “big” but mostly because they have to run the following gauntlet <with these things standing on each side>:

Consensus

———

“A consensus means that everyone agrees to say collectively what no one believes individually.”

Abba Eban

———

The consensus & ideas concept gets stated like …“if I have an idea I want to share ownership so it succeeds.” That is kind of the bullshit you hear.

Look.

A good idea is a good idea. A great idea tends to have sharper edges to it <it can hurt a little and make some people feel a little uncomfortable>. All I really know is that gaining consensus will only dull a sharp idea.

No debate on that.

A good idea, in fact, the best ideas, are typically borne of an individual not a consensus.

No debate on that.

Collaboration <not consensus> can nurture an idea to greatness but as an acorn becomes an oak — we should be seeking the acorn. We should be seeking the people who have real ideas and learn to revel in the initial seeming smallness and power of what it is … and understand the gloriousness of what this little thing can become if it is watered and nurtured … not drowned in consensus.

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“Instead of meetings about meetings let’s barge into someone’s office w/ a great idea & figure out how to do it.”

Tom Goodwin

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Figure out a way to implement without consensus. Not saying it’s easy but that’s kind of the gig.

Fear

To be fearless in a room full of fear is frustrating. Fear is the biggest enemy of any idea … big, medium or small.

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“Every normal man must be tempted at times to spit upon his hands, hoist the black flag, and begin slitting throats.”

H. L. Mencken

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Fear takes shape in organizations in a couple of ways:

Fear of being wrong or making a mistake.

This is a tough one. Nowadays with employment being what it is many people are running scared. And scared leadership is putting even more pressure on people to make fewer mistakes <rather than do more right things).

An iterative ideation process is a beautiful way to hide from making a mistake. How can you be wrong if it is baked into an admitted iterative process?

Use data to make a subjective decision.

Ah. This is where research comes in. In other words “why use common sense and our knowledge when we can implement a congruent multi phase segmentation study that identifies the double helix DNA of our desired customer.” <or some other bullshit you hear in the business world>

I believe big research studies don’t produce big ideas. But. If you have patience and look hard enough typically within this big research study you can probably mine a little sharp looking diamond of an idea that can make a big difference.

But most organizations don’t use research that way. They use research to make a decision for them. They use data out of fear.

All that said. In the end I remind everyone of something I said in the beginning:

“With an apple I will astonish the world.”

I wish more businesses would think this way.

But.

Small & ordinary isn’t sexy in … well .. anything. In today’s business it needs to be Big & extraordinary to be meaningful.

That is just crazy.

We need more people talking about making the ordinary extraordinary and that small sharp ideas are the ones which break through a fairly cluttered world. Within the ordinary always resides a small mundane thing. And it is easy to focus on the mundane as common, useless or even pedantic. Yet each ‘ordinary thing’ also has the capacity, if we are open to it, to usher us into an experience of something extraordinary & usher us into some new way of looking at the ordinary & usher us into some new way of experiencing the ordinary.

Even the ordinary contains infinite possibilities <if we would only seek it there>.

Within finite often resides the infinite.

Within each of us ordinary people resides something extraordinary.

I mention that last point about us ordinary everyday schmucks <people> because we need to remind ourselves something experts have been trying to tell us for quite some time … “ no one is born a genius … genius takes time and opportunity to develop.” David Shenk <The Genius in All of Us: New Insights into Genetics, Talent, and IQ> described genius as a process, not something someone has or is borne with, but rather something that someone does.

We all have some genius within us. We all have the ability to take something ordinary and surprise the world with something extraordinary. This belief, this understanding of self, far too often is trampled in the rush to get things done and the search for ‘something new’ and gets suffocated in rooms of consensus.

It’s sad that as we rush up & down the hallways of our businesses we tend to overlook the opportunities in the ordinary.

<sigh>

Surprise the world with an apple.

What an amazing thought. Just seek the small sharp insightful seemingly ordinary looking ideas and stick it to the competition.